The Mediating Effect of Organizational Culture on the Relationship between Leadership Style and Organizational Learning in Iraqi Universities

Abstract

Leadership style known as a power that effect followers, especially transformational and transactional leadership, which is highlighted as an important leadership style. However, transactional leadership considered as a second level while transformation leadership as a first level in terms of the power effect on followers. For both leadership style, an organizational learning is one of the problematic issues that stands critically for leaders and they have to decide about it. This research studies the effect of transformational and transactional leadership and compare between their effects on organizational learning. However, examine the effect of leadership style on organizational learning is not new research scope and the recent research findings have variable finding. Therefore, this research used the organizational culture as a mediating culture between leadership style and organizational learning. This it search run based on an individual analysis and used the private university in Iraq- Baghdad city. The collected data were among all the private universities using handed or administrative questionnaire. Moreover, Structural Equational Modeling used for data analysis. The finding were impressive and brought new to the knowledge that the transactional leadership is more power effect on organizational learning rather than transactional leadership and the organizational culture played a vital role on improving the organizational learning.